Remote and Hybrid Working Evolution: Ask the Expert
Agentic AI, Tariffs, the Back-to-Office debate, there are a myriad of trends shaping the business world in 2025. But how are they impacting the Global Business Services space? Are they world-defining or something that will pass us by? At the Shared Services and Outsourcing Week Europe 2025, SSON spoke to some of the world’s best Global Business Services leaders about their take on big business trends.
This time, we sat down with Aneta van den Kieboom, Senior Vice President and Head of Global Shared Services at RHI Magnesita, to understand how one leading organization is redefining flexibility in today’s world of work.
Remote and hybrid working trends are going through significant evolution in 2025 as companies adapt to changes in policies, expectations, and economic realities. How is your organization adapting to remote working? Do you have a mandate for the number of days in the office or how far away from the office an employee can live?
RHI Magnesita continues to embrace flexible working models, balancing remote and hybrid arrangements to support its global workforce. While there are internal policies outlining a minimum in-office presence, these are viewed more as guidelines than hard mandates. “The well-being of our employees and a healthy work-life balance are the real priorities,” Van den Kieboom shared. “We’re not about enforcing office time, we’re about creating a culture where people want to come in.”
This cultural foundation is deeply intentional. RHI Magnesita places strong emphasis on inclusivity, collaboration, and fostering a welcoming environment. This led teams to regularly choose to work on-site, not out of obligation, but because they feel engaged and connected.
Speaking from her own experience, Van den Kieboom added, “When I’m in Vienna, I make it a point to go into the office every day, not because I have to, but because I enjoy the energy and collaboration. It’s a reflection of the positive culture we’ve cultivated, where presence is driven by purpose and connection, not obligation, and I think it’s a huge achievement.”
Many high-profile organizations are pushing back-to-office mandates on their employees. In your opinion, is there value in this? How do you position it to your employees?
There’s value in return-to-office policies, but “only when implemented thoughtfully,” Van den Kieboom, states. She stressed that success depends on culture, the nature of the work, and how the expectations are communicated. While mandates can encourage collaboration and team cohesion, she cautioned against a top-down approach. “Rigid, top-down rules often backfire, especially in today’s post-COVID workforce, where flexibility and autonomy are highly valued, especially by Gen Z.”
She views flexibility as a strategic differentiator, noting that hybrid models based on trust and accountability tend to drive better outcomes. For Van den Kieboom and her globally distributed teams, the key is maintaining high performance and strong deliverables, regardless of location. “As long as the work gets done, I support people working from wherever suits them best. That mindset has contributed to team satisfaction and retention in our pulse checks.”
Is there a link between the trend of AI and automation and the growth of remote working over the last few years?
“Absolutely,” Van den Kieboom emphasized. “AI and automation have made remote work more efficient and scalable.” From handling administrative tasks like scheduling and reporting to enabling smarter collaboration, technology is fundamentally reshaping how and where work gets done. Automation has shifted the focus from physical presence to results, aligning naturally with remote and hybrid models. “These technologies haven’t just supported remote work; they’ve made it more viable long term. I believe this relationship will only deepen in the coming years.”
Remote and hybrid working has been touted as a way to increase access to a wider talent pool – do you still believe this is the case?
“Without a doubt,” Van den Kieboom shares. “Remote and hybrid models remove geographic barriers and open access to diverse talent.” This includes candidates from different regions, as well as individuals requiring more flexible arrangements, such as caregivers or people with disabilities. She notes that it’s also a major enabler of diversity of thought, background, and experience. “I’ve seen the impact in my teams,” she shares. “I’ve seen this firsthand in my teams over the past few years. Embracing remote and hybrid models has brought in a wide range of talent and personalities that have enriched our team culture and performance significantly.”
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